Key Findings on University Staff Retention During Mergers
- Retention hinges on communication: Poor communication is a top reason why 70–90% of mergers fail. Universities that prioritize clear, consistent, and transparent messaging experience significantly lower staff turnover throughout mergers.
- Emotional impact is real and measurable: Faculty and staff often face isolation, anxiety, and burnout during mergers. Addressing these emotional responses through empathetic communication and visible leadership is essential for trust and morale.
- Communication must be strategic and phased: From pre-announcement planning to long-term stabilization, institutions need a structured, multi-channel communication plan that keeps all staff informed and engaged.
- Technology and personalization matter: Platforms like Cerkl Broadcast help deliver tailored messages at scale, ensuring every employee gets timely, relevant updates regardless of location or role.
- Avoid common pitfalls: Mergers often fail when institutions delay updates, overlook middle managers, ignore cultural differences, or focus only on logic over emotion. Leaders must balance strategy with humanity to retain staff effectively.
Data shows that between 70% and 90% of all mergers and acquisitions fail, with poor communication consistently identified as a primary factor. As financial pressures mount across the sector, institutional mergers have evolved from last resorts to strategic options for long-term sustainability. For university leaders and HR professionals, the challenge is clear: how to retain valuable staff throughout these complex transitions while maintaining institutional knowledge and ensuring minimal disruption to student experiences.
Table of contents
- Key Findings on University Staff Retention During Mergers
- Understanding the Impact of Mergers on Higher Education Staff
- The Strategic Value of Internal Communication During Higher Education Mergers
- Elements of Effective Merger Communication in Higher Education
- Proven Strategies to Retain University Staff During Mergers
- Common Pitfalls to Avoid When Managing University Mergers
- Practical Implementation Toolkit for Higher Education Mergers
- Building a Foundation for Successful Higher Education Mergers
- What’s Next
- FAQ
When employees feel disconnected during organizational change, they become disengaged, resulting in minimal effort and higher turnover rates. Research shows that organizations with effective communication are more than 50% more likely to have lower-than-average turnover during transitions. This comprehensive guide explores evidence-based strategies to retain university staff during mergers through effective internal communication practices.
Understanding the Impact of Mergers on Higher Education Staff
Merger announcements on university campuses trigger immediate waves of speculation and anxiety. Without proper communication channels, institutions quickly become rumor mills, with harmful speculation spreading rapidly among faculty and staff.
The Psychological Impact on Academic Communities
Research reveals that during organizational change, particularly mergers, employees experience heightened levels of social isolation (75%), anxiety (57%), and emotional exhaustion (53%). In academic settings, where professional identity is deeply intertwined with institutional affiliation, these impacts are magnified.
Faculty members question whether their research will remain valued or if their teaching responsibilities will change. Administrative staff worry about job redundancies, while student-facing professionals fear disruption to support services. Without clear answers, many choose to leave rather than face prolonged uncertainty.
The True Cost of Staff Turnover During Mergers
Staff exodus during higher education mergers carries substantial costs beyond recruitment expenses:
- Loss of institutional memory and knowledge – particularly damaging in specialized academic disciplines
- Disruption to student support systems – affecting retention and graduation rates
- Diminished research productivity – impacting institutional rankings and grant acquisition
- Cultural fragmentation – making post-merger integration more challenging
- Burnout among remaining staff – as workloads increase to cover departures
Gallup research reveals that one-third of the U.S. workforce is engaged, with 74% feeling they miss important company news due to ineffective internal communication. During mergers, this disconnect becomes even more problematic.
The Strategic Value of Internal Communication During Higher Education Mergers
Higher education experts emphasize that mergers should be part of larger strategic plans designed to create institutional sustainability, not isolated tactics. The same principle applies to communication during mergers – it must be strategically integrated into every phase of the process.
Why Traditional Communication Approaches Fail During Academic Mergers
Despite good intentions, many higher education institutions struggle with effective communication during mergers for several reasons:
- Decentralized organizational structures that complicate consistent messaging
- Academic cultures that value deliberation over decisive action
- Governance models that require extensive consultation
- Multiple stakeholder groups with different information needs
- Geographic distribution across multiple campuses or locations
These challenges are compounded by the fact that employees want purpose in their lives, including at work. They’re identifying what makes them happy and whole, seeking holistic satisfaction beyond just job security.
Elements of Effective Merger Communication in Higher Education
Effective internal communication during university mergers requires a strategic approach that addresses both information needs and emotional concerns:
- Transparency about goals and timelines – reducing uncertainty and speculation
- Honest acknowledgment of challenges – building trust through authenticity
- Consistent updates – even when the update is “no new information”
- Bidirectional dialogue – allowing for questions, concerns, and feedback
- Leadership visibility – through in-person forums and direct engagement
- Recognize emotional responses – validating concerns while providing reassurance
By creating greater size and scale, mergers provide opportunities for cost savings, operational synergies, and the chance to engage and re-energize stakeholders. Effective communication is the bridge that connects current challenges to this future vision.
“Effective communication and alignment of goals between the merging institutions are crucial, ensuring a shared vision and commitment to collaboration.” – Haydn Chen, Professor Emeritus of Materials, University of Illinois at Urbana-Champaign
Proven Strategies to Retain University Staff During Mergers
Retaining university staff during mergers requires a multifaceted approach that addresses the unique aspects of academic institutions while leveraging proven communication practices:
1. Develop a Comprehensive Communication Plan
When mergers are announced, employees often feel blindsided, triggering immediate concerns about job security. A proactive communication strategy minimizes negative impacts by:
Creating a detailed communication timeline:
- Pre-announcement planning (identifying key stakeholders and messages)
- Announcement day communications (coordinated, consistent messaging)
- First 30-day intensive communication (frequent updates and forums)
- 60-90 day integration communication (focus on progress and successes)
- Long-term strategy (sustaining engagement through the transition)
Establishing multi-channel communication approaches:
- Town halls and in-person forums for major announcements and Q&A
- Dedicated merger information portal or intranet site as a central resource
- Regular email updates with consistent branding and messaging
- Department-level meetings to address specific impacts
- Video messages from leadership showing authentic engagement
- Digital communication platforms that reach all employees regardless of location
Julie Thompson, writing for business.com, emphasizes that “since employees often feel blindsided when a deal is announced, company leaders and other internal communicators can minimize the negative impact… by creating a proactive communications strategy”. This approach should include preparing messages and developing a timeline while remaining flexible as circumstances evolve.
2. Address Employee Value Proposition Early
Gartner research indicates that employees are increasingly questioning traditional value propositions, seeking purpose and holistic satisfaction in their work. During university mergers, this becomes even more pronounced.
Strategies for updating and communicating the Employee Value Proposition:
- Clarify future roles and opportunities early in the process, reducing uncertainty
- Highlight skill development opportunities that may arise from the larger, combined institution
- Address compensation and benefits questions proactively rather than waiting for concerns to emerge
- Connect individual roles to the new institutional mission, helping staff see their place in the future organization
- Identify and communicate career advancement pathways in the merged institution
According to Karen Ferris, 82% of employees identify the importance of organizations seeing them as people, yet only 45% believe they are seen this way. During mergers, this perception gap can widen unless deliberately addressed.
3. Implement Inclusive Engagement Initiatives
Mergers create unique opportunities to build new relationships and foster collaboration across previously separate institutions. Diversity, equity, and inclusion initiatives can play a crucial role in helping staff feel valued during transitions.
Effective engagement approaches during mergers:
- Create cross-institutional task forces that bring together staff from both entities to work on integration projects
- Implement “buddy systems”, pairing employees from each institution in similar roles
- Host cultural exchange events to appreciate the distinct values and traditions of each institution
- Develop joint professional development opportunities to build shared skills and networks
- Use inclusive language in all communications, avoiding acronyms, jargon, or insider terminology that may exclude those from one institution
Research from Gartner shows that organizations implementing sustainable DEI strategies achieve a 20% increase in organizational inclusion, yielding measurable outcomes like increased productivity. During mergers, these initiatives help create a sense of belonging in the newly formed institution.
4. Leverage Technology for Consistent Information Sharing
Technology plays a vital role in keeping all staff informed and engaged during mergers.
Key technology considerations for merger communication:
- Implement comprehensive internal communication platforms that reach everyone regardless of location or role
- Use analytics to track message reach and engagement, identifying information gaps
- Create searchable knowledge bases for merger-related questions and resources
- Facilitate virtual forums and town halls that accommodate various schedules
- Develop mobile-friendly communication channels that meet employees where they are
Cerkl Broadcast offers higher education institutions a powerful platform for these exact situations, enabling personalized, targeted communications that reach the right people with the right information at the right time.
Key features include:
- Omni-Channel Publishing: Allows dissemination of content across various platforms, ensuring consistent messaging.
- Audience Segmentation: Enables targeted communication by organizing audiences based on specific criteria.
- Integrations: Seamlessly connects with tools like Teams, Slack, and SharePoint to streamline communication processes.
- Analytics and Insights: Provides real-time data on communication effectiveness, aiding in strategy optimization.
These features collectively empower higher education organizations to foster a more connected and informed community.
Common Pitfalls to Avoid When Managing University Mergers
Even well-intentioned merger communication plans can falter. Being aware of these common pitfalls can help higher education leaders avoid them:
Delayed or Incomplete Communication
When information is withheld (even when done for legal or strategic reasons), the resulting vacuum fills quickly with rumors and speculation. While certain details may be confidential during merger negotiations, communication about the process itself should never stop. Providing regular updates—even when the update is “we’re still working through details”—maintains trust and reduces anxiety.
Ignoring Cultural Differences Between Institutions
Each higher education institution has its own unique culture, traditions, communication styles, and identity. Failing to acknowledge and respect these differences can create resistance and resentment. Successful merger communications recognize and honor both institutional cultures while building bridges toward a shared future.
Overlooking Middle Management’s Communication Role
Department chairs, program directors, and other middle managers are critical communication conduits during mergers. Research shows that informed employees are more likely to focus on job-related tasks and have greater commitment to the organization. Equipping these leaders with information, talking points, and support helps ensure consistent messaging reaches all levels of the organization.
Focusing Only on Rational Arguments While Ignoring Emotional Responses
While financial benefits and strategic advantages may drive merger decisions, employees experience transitions emotionally. Communication that addresses only rational benefits while ignoring emotional concerns appears tone-deaf and disconnects leadership from staff experiences.
Practical Implementation Toolkit for Higher Education Mergers
Successful staff retention during mergers requires not just strategies but practical tools for implementation:
Communication Timeline Template
A well-structured timeline ensures comprehensive coverage throughout the merger process:
| Phase | Timeframe | Communication Focus | Channels | Responsible Parties |
|---|---|---|---|---|
| Pre-Announcement | 1-3 months before public announcement | Prepare leadership and key communicators | Confidential briefings, training | Senior leadership, HR, Communications |
| Announcement | Day 0-3 | Explain merger rationale, timeline, and immediate impact | Town halls, email, intranet, press release | President/Chancellor, Merger Committee |
| Initial Integration | First 30 days | Address immediate questions, provide regular updates | FAQ documents, department meetings, digital updates | Department heads, HR, Communications |
| Active Integration | 31-90 days | Focus on progress, integration milestones, and success stories | Weekly updates, integration portal, success spotlights | Integration teams, Communications |
| Stabilization | 91+ days | Reinforce new identity, celebrate achievements, gather feedback | Recognition events, surveys, new brand elements | Leadership, Communications, HR |
Key Message Framework for Different Stakeholders
Effective communication during mergers must be tailored to different audience needs:
For Faculty:
- Impact on academic programs and research initiatives
- Opportunities for interdisciplinary collaboration
- Changes to governance structures and faculty representation
- Support for research continuity during transition
For Administrative Staff:
- Department restructuring timelines and processes
- Skills development opportunities in the new organization
- Changes to reporting relationships and evaluation processes
- Technology transitions and training opportunities
For Student-Facing Staff:
- Maintaining consistent student services during transition
- Changes to student information systems and processes
- Coordinating advising approaches between institutions
- Professional development to support new student populations
Engagement Measurement Approach
Tracking communication effectiveness and employee engagement during mergers provides valuable feedback:
- Pulse surveys: Brief, frequent check-ins (biweekly or monthly) to assess information clarity and emotional response
- Communication metrics: Open rates, intranet traffic, forum attendance, and resource downloads
- Focus groups: Structured discussions with representative staff groups to identify information gaps
- Leadership feedback channels: Regular check-ins with department heads about staff concerns
- Exit interviews: Specialized questions for departing employees about merger-related factors
Building a Foundation for Successful Higher Education Mergers
Higher education mergers, while challenging, need not result in a massive staff exodus and organizational trauma. As highlighted throughout this post, strategic internal communication serves as the foundation for successful transitions that retain valuable staff and protect institutional knowledge.
The evidence is clear: organizations with effective communication are 50% more likely to have lower turnover during transitions. In higher education, specifically, mergers should be viewed not as isolated tactics but as part of larger strategic plans designed for long-term institutional sustainability.
By developing comprehensive communication strategies that address both informational and emotional needs, higher education leaders can transform mergers from threats to opportunities, engaging staff in building a stronger, combined institution rather than losing them to uncertainty and fear.
What’s Next
Want to dive deeper into proven internal communication strategies that drive employee engagement and retention during organizational change? Download our comprehensive The Importance of Internal Communication White Paper for research-backed insights, case studies, and implementation frameworks.
Ready to transform your internal communications strategy? Visit Cerkl’s Higher Education Solutions to learn how our platform is helping universities maintain staff engagement during periods of significant change.
FAQ
Give early, transparent updates, spell out role-specific impacts, and host regular two-way forums (town halls, weekly FAQs) to curb rumors.
Tie perks to mission: protected research time, bridge funding, sabbatical guarantees; add retention bonuses and flexible work for professional staff, while maintaining core benefits.
Run joint values workshops, set cross-campus working groups, and spotlight quick collaboration wins to replace “us-vs-them” with a shared identity.
